xcite west lothian leisure · pdf filerobin strang chief executive dr cindy brook chair. 2....
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XciteWest Lothian Leisure
Corporate Strategy 2016-2017
www.westlothianleisure.com @XciteLeisure
1. Introduction Page 1
2. About Us Page 2
3. Our Vision Page 3
4. Our Values Page 3
5. Review of 2015/16 Page 4
6. West Lothian’s Population and Demography Page 5
7. Strategic Context Page 6-8
8. Key Aims and Outcomes Page 9
9. Corporate Strategy Page 10-11
10. Financial Strategy Page 12
11. Operations Strategy Page 13-14
12. Human Resources Strategy Page 15
13. Business Development Strategy Page 16
14. Action Plan Page 17-19
15. Budget Page 20
16. Investment Plans Page 21-22
17. Our Key Result Targets Page 23
18. Monitoring and Review Page 24
19. Appendix A: Action Plans for Top Priorities Page 25
Contents
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We are delighted to present Xcite West Lothian Leisure’s Corporate Strategy for financial year 2016/17. The Strategy sets out our Vision, Values and Key Aims and Outcomes for the year. It also details the actions to be taken to achieve the outcomes together with the revenue budget available and our investment plans.
Clear targets are set for key result areas and progress towards these will be reported to each Board meeting.
The Corporate Strategy is supported by annual department and facility plans. There is a clear link (a ‘red thread’) between these plans and the Corporate Strategy.
1. Introduction
Robin Strang Chief Executive
Dr Cindy BrookChair
2. About Us
Xcite West Lothian Leisure Limited (Xcite) is a Community Benefit Society and is a corporate body registered under the Co-operative and Community Benefit Societies Act 2014. Xcite has charitable status granted by HM Revenue and Customs in Scotland. All bodies which are registered as charities must comply with the Charities and Trustee Investment (Scotland) Act 2005. This sets out requirements for charities and also for their Trustees. Charities listed on the Scottish Charity Register (overseen by OSCR) must meet the charity test, which (in terms of the 2005 Act) means: its purposes are charitable and that it provides public benefit.
Xcite was incorporated on 1 February 1998 and provides sports and leisure facilities and
activities to the community of West Lothian. It operates as a not for profit distributing organisation and is a social enterprise. Surplus, other than reserves, if generated is available to reinvest in the facilities to benefit the community.
Xcite is responsible for the strategic and operational management of the following sport and leisure facilities which it leases from West Lothian Council:
• Xcite Armadale• Xcite Bathgate • Xcite Broxburn Sports Centre
• Xcite Broxburn Swimming Pool
• Xcite Craigswood • Xcite East Calder • Xcite Fauldhouse Gym
• Xcite Linlithgow • Xcite Livingston • Xcite Whitburn
These facilities provide a strong infrastructure of community leisure centres, swimming pools, sports halls, outdoor sports pitches, health and fitness centres for sport and physical activity and centres of excellence for sports development and events.
In delivering its services Xcite works with many partners including West Lothian Council, NHS Lothian, West Lothian Health and Social Care Partnership, sportscotland and many Governing Bodies of Sport. In doing so we make a significant contribution to many of the outcomes in West Lothian Community Planning Partner’s Single Outcome Agreement and to the Scottish Government’s vision for Scotland where more people are more active more often.
In delivering and developing services, the customer and our communities are put at the centre of decision making. It is our belief that doing well (financially) and doing good (in our communities) are compatible objectives. The better we are at doing business the more we can do to help those in our communities who need additional support
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4. Our Values
Our Values Service
Listening and putting people at the heart of our decisions.
Integrity
Being honest, open and transparent in our dealings with our customers, colleagues and partners.
Respect
Treating people fairly and embrace equality and diversity
Accountability
Standing up and taking responsibility for our actions
To be an organisation that is at the heart of our growing community, helping residents to improve their well-being, and offering opportunities for all to make healthy lifestyle choices. Our service and facilities are best in class and our sustainable business practices enable us to re-invest for the benefit of future generations of West Lothian people. As a valued organisation that understands, cares about and engages with its community, we are the delivery partner of choice for West Lothian organisations responsible for improving people’s lives through sport, health and physical activity.
3. Our Vision
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5. Review of 2015/16
2015/16 was another challenging year for us, but a rewarding one too. The main challenges we faced were:
Partner FundingWe are in a period of unprecedented pressure on public spending, which has affected the funding we receive from our key partner West Lothian Council. In 2015/16 our management fee reduced by 4% and there will be further reductions in the years ahead. We do, however, value the council’s continued support and trust placed in us to deliver important services on their behalf.
Increased CostsMany costs continued to rise, and with the reduction in our management fee the increased cost of operating the facilities had to largely be met by increasing income through growth in usage and by cutting back expenditure in some areas.
Slow Economic RecoveryAlthough the economy is recovering the recovery remained slow and the impact of the financial crisis continued to put pressure on many household incomes. It was more important than ever, therefore, that we offered excellent service and value for money.
Budget GymA large budget gym opened in Livingston in November 2015. This is providing significant competition and, resulted in a review of our packages and pricing.
On a positive note, notable highlights of the year were:
Growth in UsageThe total number of visits increased by 5% (projected), that is more people being physically active more often, and overall income grew by 5% (projected).
Health Partnerships Our partnership with NHS Lothian and West Lothian CHCP (now Health and Social Care Partnership) goes from strength to strength and joint working on health issues is an important and growing area of our work.
Committed to Excellence2 StarIn December 2015 we were delighted to be awarded Committed to Excellence 2 Star status by Quality Scotland. This was a key aim for us and provided further evidence that our continuous improvement plans are on track.
Healthy Living AwardAnother key aim last year was to achieve the Healthyliving Award (awarded by NHS Health Scotland) in each of our three cafes. This was achieved ahead of schedule last summer.
Key to the continued growth in usage is investment in facilities and services for our communities. In 2015/16 we delivered the following projects:
Xcite Linlithgow Extension: The multi million pound extension to Xcite Linlithgow Leisure Centre went to plan and now provides first class health, fitness and sports facilities for the local community.
Full gym equipment replacement and minor refurbishment at Xcite Broxburn Sports Centre.
Replaced the cardiovascular equipment in the gym at Xcite Armadale and carried out some minor refurbishment works.
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West Lothian’s population and economy have undergone significant change in the last ten years and further changes will occur in future years. These changes have presented opportunities and challenges for West Lothian’s Community Planning Partners.
Demographics• WestLothianhasa
population of about 175,100 accounting for 3.3% of Scotland’s total population.
• WestLothianhasbeenoneof the fastest growing parts of Scotland and is predicted to continue this trend, with projections that it will rise by over 19% by 2035.
• Theaverageageis39,compared with the Scottish average age of 41.
• TheWestLothianpopulationis made up of 51.1% female and 48.9% male, with a higher than average proportion of working age people.
• Overthenext25yearsthepopulation aged under16 is projected to rise by 13.3% but the biggest area of growth will be people of pensionable age.
• Itisanticipatedthatthenumber of 65-74 year olds will increase by 80% and the number of over 75’s by 151% by 2033.
Economy• WestLothian’seconomy
has reacted positively to constant change over the last 30 years, moving from one that was dominated by manufacturing to strong growth in service sectors, including public services.
• In common with other areas, we have experienced a recent downturn due to the global recession and unemployment has risen as a result. However the unemployment rate is currently below the national average.
Inequalities• Almost 9,000 people in West
Lothian live within some of the most deprived areas in Scotland. This accounts for around 5% of the West Lothian population.
• The proportion of children in families dependent on out of work benefits or child tax credit is 47%, which is higher than the Scottish average.
6. West Lothian’s Population/ Demography
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7. Strategic Context
National Through our actions we contribute directly to the Scottish Government’s vision for Scotland where more people are more active more often. Active Scotland’s outcomes are shown in the diagram below.
This framework is supported by a number of national strategies such as the Scottish Government’s 2014 Legacy Plan, The National Strategy for Sport ‘Reaching Higher’ and sportscotland’s Corporate Plan ‘Raising the Bar.’
In sportscotland’s corporate plan it states that by strengthening people, places and profile we will see the following outcomes:
• Participation – Everyone will have the opportunity to get involved and participate in sport and stay involved throughout their life • Progression – Everyone will have the opportunity to develop, progress and achieve success at their chosen level of sport
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Local
The local outcomes and priorities that we will contribute to are noted below. We will contribute in particular to those outcomes and priorities shown in bold type.
West Lothian Community Planning Partnership’s Single Outcome Agreement 2013 – 2020
Outcome 1 – Our children have the best start in life and are ready to succeedOutcome 2 – We are better educated and have access to increased and better quality learning and employment opportunitiesOutcome 3 – Our economy is diverse and dynamic and West Lothian is an attractive place for doing businessOutcome 4 – We live in resilient, cohesive and safe communitiesOutcome 5 – People most at risk are protected and supported to achieve improved life chancesOutcome 6 – Older people are able to live independently in the community with an improved quality of lifeOutcome 7 – We live longer, healthier lives and have reduced health inequalities Outcome 8 – We make the most efficient use of resources minimising our impact on the built and natural environment
Integration Joint Board (WL Health and Social Care Partnership) Strategic Plan 2016 – 2026
There are nine national integration outcomes which are expected to be improved through the integration of health and social care.
Outcome 1 – People are able to look after and improve their own health and wellbeing and live in good health for longerOutcome 2 – People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community.Outcome 3 – People who use health and social care services have positive experiences of those services, and have their dignity respectedOutcome 4 – Health and social care services are centred on helping to maintain or improve the quality of life of people who use those servicesOutcome 5 – Health and social care services contribute to reducing health inequalitiesOutcome 6 – People who provide unpaid care are supported to look after their own health and wellbeing, includingto reduce any negative impact of their caring role on their own health and wellbeingOutcome 7 – People using health and social care services are safe from harmOutcome 8 – People who work in health and social care services feel engaged with the work they do and are supported
to continuously improve the information, support, care and treatment they provideOutcome 9 – Resources are used effectively and efficiently in the provision of health and social care services
West Lothian Council’s Corporate Plan 2013-2017
Priority 1 – Delivering positive outcomes and early interventions for early yearsPriority 2 – Improving the employment position in West Lothian Priority 3 – Improving attainment and positive destinations for school childrenPriority 4 – Improving the quality of life for older people Priority 5 – Minimising poverty, the cycle of deprivation and promoting equalityPriority 6 – Reducing crime and improving community safetyPriority 7 – Delivering positive outcomes on healthPriority 8 – Protecting the built and natural environment
Active West Lothian Strategy 2016 – 2019 (draft)
Outcome 1 - Increased participation in physical activity which will lead to improved health and life expectancy across all the life stages
Outcome 2 - Increased participation and engagement by less active communities
Outcome 3 - Provision of services and facilities which meet the needs of the community
Outcome 4 - Clubs and individuals reach their full potential
Outcome 5 - More people delivering opportunities within schools and the wider community
Outcome 6 - Higher quality opportunities to participate in sport within schools and the wider community
The SPORTA Pledge
Scottish Cultural and Leisure Trusts (through SPORTA, the association which represents them) are committed to improve Scotland’s health and pledge to work with all partners to achieve greater cohesion of policy, strategy and delivery across Scotland’s communities, in order to realise the potential that exists to create a healthier Scotland.
As well as working closely with Scottish Government and NHS Scotland, Trusts are seeking to strengthen relations with local authorities, NHS Boards, Community Planning Partnerships and Health and Social Care Partnershipslocally with a commitment to ensuring affordable pricing structures, and improved programme development and access for all, as we strive to tackle health inequalities in every part of every community in Scotland.
Sporta Trusts have all pledged to:
• Increaseparticipationandequityofaccessacrosscommunities, with a focus on health inequalities, thereby helping inactive people to become physically and mentally active and remain active• Promoteandraiseawarenessofthelinksbetweenactivityand improved physical and mental health and wellbeing across every community in Scotland• StrengthenlinksbetweenTrusts,NHSScotland,Community Planning Partnerships, charities and other health organisations nationally and locally• Createanationaldatabaseofevidence,research,casestudies, good practice and assessment of the impact of programmes run by Trusts, local authorities and partners• EnsurethatTrustshaveaskilledworkforcetodeliverhealth improvement programmes and encourage healthy lifestyles• DevelopanetworkofTrustexpertswhomeetregularlyto monitor and assess the work of Trusts, and engage with partners to improve the quality of service provision across Scotland.
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8. Key Aims and Outcomes
Strategic Outcomes Local Outcomes Key Aims
From the strategic context outlined in section 7 and in liaison with partners we have developed local aims and outcomes which are designed to contribute to the relevant strategic outcomes.
We encourage and enable the inactive to be more active.
We encourage and enable the active to stay active throughout life
We develop physical confidence and competence from the earliest age
We improve our active infrastructure – people and places
We improve opportunities to progress and achieve in sport
We live longer, healthier lives and have reduced health inequalities
We support wellbeing and resilience in communities through physical activity and sport
Older people are able to live independently in the community with an improved quality of life
We make the most efficient use of resources minimising our impact on the built and natural environment
Increased engagement and participation in sport and physical activity by inactive communities
Our services are attractive, affordable and meet the needs of the community, across all life stages and that the physical activity habit is sustained through the key transitions in life
Our customers feel valued, engaged and listened to
Increased engagement and participation in sport and physical activity by children
Our buildings are clean, safe and attractive places for our communities to be active within
We continually develop our buildings and ‘active spaces’ to meet our communities needs
Our employees and volunteers are well trained and motivated to provide an excellent customer service
Our employees and volunteers are fully engaged with our customers, our business plan and our vision and values
Our employees are proud of their workplace and are ambassadors for the organisation
Clubs and individuals reach their full potential
Our communities are proactive about looking after their health and wellbeing, developing good healthy lifestyle habits and feel a greater sense of belonging and achievement
Increased participation in sport and physical activity which will lead to improved health and life expectancy across all the life stages
Older people in West Lothian have improved and maintained physical and mental health and wellbeing and improve their quality of life through an attractive and affordable programme of activities and services.
Our partners, colleagues and customers trust us and know that we are a sustainable business. We have greater reserves for reinvestment and are able to plan for long term sustainability
We consistently use our knowledge, business acumen, innovation and understanding of the industry to inspire everyone throughout our organisation to create and recognise opportunities for growth
We have an environmentally aware workforce who take ownership and personal responsibility for playing their part in meeting our targets
We continually and consistently apply the principles of best value and continuous improvement to all areas of the business
1. To provide opportunities and easy access for inactive members of our communities to join in, get started, stay active and to set and reach their own personal goals
2. To develop greater and speedier communication channels and access to our services and people through investment in on-line and social technology
3. To continually improve, innovate and provide attractive programmes of activities for our customers
4. To regularly engage with our customers and other members of our communities so that we can ensure that we deliver what they need
5. To promote our values, that we are a local charity and our unique selling points to our communities
6. To provide attractive and affordable activities so that our children can be regularly active and encouraged to set and reach their own personal goals
7. To have plans in place to ensure that our facilities are well maintained and developed to meet community needs
8. To be recognised by our employees as an excellent organisation to work for
9. To deliver and support sports development, active schools and community sports hub programmes
10. To work with partner organisations to deliver (physical and mental) health improving activities and services
11. To have in place attractive and affordable activities and services for older people
12. To further build and maintain a successful business that meets and exceeds financial expectations
13. To maximise opportunities that arise or are created to develop and grow the business
14. To further reduce the impact our business has on the environment through good practices, education and measurement systems
15. To have in place processes that ensure that the principles of best value and continuous improvement are applied to all areas of the organisation
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This area of the Charity is led by the Chief Executive and includes partnership working, corporate social responsibility, continuous improvement, strategic risk, business planning and corporate governance.
Working with our Partners to Deliver Better OutcomesIn delivering our services, we work with many partners. Collaboration, solution finding and innovation are key strengths and core ways of working within our organisation.
With our partners, we contribute to West Lothian’s Single Outcome Agreement, to the West Lothian Integration Joint Board (Health and Social Care) Strategic Plan, to the outcomes and priorities set out in the Scottish Government’s national strategy for sport – ‘Reaching Higher’ and Strategy for Physical Activity – ‘Let’s Make Scotland More Active’ and to sportscotland’s priorities set out in their corporate plan ‘Raising the Bar’.
The key partners we work with are West Lothian Council, NHS Lothian and sportscotland.
We are committed to support our key partner, West Lothian Council, to deliver the eight
priorities in its Corporate Plan ‘Delivering Better Outcomes’. Part of this commitment is to support the Council’s nine work-streams to prioritise how their reduced overall budget is spent. In particular we will support the work-stream looking at ‘working with partners to deliver outcomes’.
Corporate Social Responsibility
Our values and standards underpin all that we do and must be combined with continuing robust management skills, investment in our employees and the creation of knowledge.
Through successful business planning, we generate income from certain activities whilst still offering participants value for money. This means that we are able to fund, partner or subsidise services, activities and projects that benefit others in our communities - some may refer to it as our charitable work or simply us doing good.
It is our belief that doing well (financially) and doing good (in our communities) are compatible objectives. The better we are at doing business the more we can do to help those in our communities who need
additional support
Corporate Social Responsibility cannot be defined by a mission statement or a set of targets; although these can help to define pathways and plans.
It is about understanding our impact on our communities and beyond, and considering how we use that impact in a positive way. It is about responsible business and a way of being that encompasses a range of behaviours, good practises and a cultural commitment to do the right thing.
Social responsibility is at the heart of our business, it gives us our business conscience.
Continuous Improvement
We are committed to continuous improvement and the way we drive this is through what we call ‘Xcite Improvement’ or XI. XI gives us a process to regularly review what we are doing, why we are doing it and if we can improve what we do. The process uses RADAR Logic: Define the required results, plan the approach, deploy the approach and assess and refine the approach and deployment. XI is led by the Chief Executive supported by the Extended
9. Corporate Strategy
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Management Team (the 25 most senior managers within the organisation).
To ensure that continuous improvement is embedded into our management processes we use the EFQM Business Excellence Model. In 2012 we achieved the first level ‘Committed to Excellence’ and in 2015 we achieved the next level ‘Committed to Excellence Assessment 2 Star’. In 2016 we aim to further develop our internal quality systems to drive improvement and by December 2017 we aim to achieve ‘Recognised for Excellence’ level.
Xcite West Lothian Leisure prides itself on being at the forefront of new ideas and technology amongst Leisure Trusts in Scotland. In order to maintain our position an innovation fund was created in 2015 to introduce new ideas that generate more income or save money.
Strategic Risk
The strategic risks that the organisation is subjected to are rated and reviewed annually. The Strategic Risk Register together with a Risk Assessment of each risk, including existing and any recommended additional controls, is present to the Board each year. At the same time our reserves policy is reviewed in light of the strategic risks to ensure that the reserves are adequate.
Business Planning
Our business planning process has evolved over the years to mirror best practice. The corporate strategy is supported by annual department and facility plans. There is a clear link (a ‘red thread’) between these plans and the corporate strategy so that our actions throughout the organisation are aimed at delivering the outcomes described in section 8 above.
Each year the Board of Trustees, managers within the organisation and key partners are consulted to inform the business planning process. Customer and community surveys conducted throughout the year are also taken into account. To further strengthen the process consideration will be given to more community engagement in future years.
Critical to the success of our business planning is to ensure that the customer and our communities are put at the centre of decision making. We, therefore, regularly engage with them so that we understand their needs.
Corporate Governance
It is important that the organisation has strong, clear and transparent governance. The Board of Trustees are responsible for the governance of the charity and take this role seriously. They meet at least six times each year and at each meeting the Chief Executive provides a report on performance and progress towards agreed targets.
Each year the Board reviews key policies and practices such as the strategic risk and reserves policy, the contractual arrangements with the Council, compliance with our Rules and Standing Orders and compliance with charity legislation.
To support them in their role Trustees are provided with training and development.
10. Financial Strategy
The Finance and Administration department provides the full range of finance support service including production of management reports, budget management, making statutory and regulatory returns, payroll, processing of invoices, credit control and procurement. It also provides head office administration.
We are in a period of unprecedented pressure on public spending, which will affect the amount of funding we get from West Lothian Council and other Partners. We have agreed the management fee from West Lothian Council for 2016/17 and we are working with the Council to determine funding arrangements for 2017/18. We are grateful for the Council’s continued support and we will strive to provide even better value for money for our key partner the coming years.
Although the local economy continues to recover it remains a real concern. We also anticipate that many costs will keep rising, in particular employee costs which accounts for the majority of our costs.
This together with pressure on customer receipts makes for
continued financial uncertainty. To get through this period we need to make sure we are operating efficiently and look after our key income generators. We also need to look to other new areas to grow the business and other sources of external funding.
Financial Objectives
We have had a sustainable business model for several years. It is vital that we keep a strong focus on the sustainability of this model whilst helping our Council partners to achieve their budget reduction plans. It is also important that we look for other funding so we are not so reliant on the management fee from the Council (22% of our incoming resources) and membership direct debits (53% of our incoming resources).
We will review our key finance processes to ensure they are efficient and fit for purpose. This will include the budgeting process, to ensure that budget holders are more involved from the early stages.
In tandem with this we will introduce new finance software, an integrated business solution
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that will streamline business processes and enable end users to operate more effectively. This means we will be able to deliver more frequent and more accurate management accounts for budget holders, including profiling budgets to reflect seasonal variation.
We will ensure our procurement policy is followed by all sections, and that we are getting excellent value across all our purchasing.
The Finance Plan for 2016/17 will include the actions and targets for the department for the year ahead.
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11. Operations Strategy
Operations includes the management of facility income and expenditure budgets, performance management of the facility teams, quality management systems and processes, programming and developing services, health and fitness/well-being, health & safety compliance, property and energy management and catering services.
The financial performance of our facilities and other services is critical to the overall performance and success of the organisation. The effect of local economic challenges and the advent of aggressive competition in the market has led to a review of our service priorities and this process will continue. We will focus on maximising income and participation by growing our market share and tackling all those challenges directly. Restructuring our cost base is in progress and this exercise will continue and will include the use of innovation groups and sessions to gain fresh ideas and maximise the input from our customers and staff.
We will improve the sales margins and profitability of our Catering Service and closely manage the increased cost of labour.
We will continue to develop our catering offering in line with our principles of healthier eating.
In an increasingly competitive and fragmented Market, Xcite will focus on its key strength, which is delivering great customer service.
A new Customer Service Strategy will be developed to draw the many strands of our service together and will link closely to work being undertaken to define the core competencies for our employees. We will define the essential service components for each key function within the organisation, which will encourage a fresh approach to training and development.
We will deliver a revised structure for the delivery of Health and Fitness, including the provision of services which currently fall within the category of Health and Wellbeing. The commercial aspects of Health and Fitness have increasingly been core driver for our business and we will be more flexible and better resourced to meet all of the new and existing challenges. Xcite will also develop its Health and Wellbeing programmes, working increasingly with our partners and engaging more with our communities to develop new opportunities, relationships and funding.
Innovation is key to remain competitive within our local environment. We will focus on challenging our day to day practises while enhancing existing methods of service
delivery through staff and customer engagement. We will seek out opportunities and ensure that we swiftly bring new activities and programmes to market to ensure our communities have a varied and valued choice of activity to encourage lifelong participation. We will replace the existing customer service monitoring methods with an automated loyalty surveying system using Net Promotor Scores (NPS). NPS automatically collects Customer feedback via email with no manual intervention. We can benchmark each of the sites against other and also compare ourselves against the national averages. A range of Customer Relationship Management (CRM) tools are available to ultimately strengthen loyalty and respond better in meeting our customer needs.
Property management is an integral part of the operations and two priority areas will be delivered: Condition surveys will be updated and used to identify those building repairs and improvements which are priority. Xcite Broxburn will undergo significant repair and replacement work to the roof and fabric of the building.
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In addition there will be improvements to the internal aspects of both of our Xcite Broxburn sites. We will begin to act on the priority elements within the Energy Savings Opportunity Scheme (ESOS) report. The recommendations are part of the statutory energy compliance registration scheme, administered by the UK Government’s Environment Agency.
We will work on completing the prioritised actions from the updated organisational Health and Safety Improvement Plan. Priority areas will include the annual review of risk assessments, display screen equipment (DSE) assessments, annual site audits, statutory inspections and staff training.
The functional operational plans will include the detail behind all of the individual work flows, including the relevant key targets and budgets.
The Operations Plan for 2016/17 will include the actions and targets for the department for the year ahead.
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12. Human Resources Strategy
Human Resources comprises professional HR services, training and development services and HR administrative support, collectively providing a comprehensive HR support function to the Charity. It assists managers to meet their legal obligations, takes an active role in the management of HR issues and delivers HR services in an effective and professional manner.
Human Resource ObjectivesHuman Resources aims to support the achievement of the Charity’s objectives making Xcite West Lothian Leisure an excellent Organisation to work for. This will be achieved by:
Developing, implementing and supporting a framework of HR policies and procedures to ensure that the greatest proportion of employees possible is fully engaged.
Influencing managers, staff and representatives and the recognised Trade Union(s) to develop and sustain positive employee relations.
Remunerating staff fairly for the work carried out, both with reference to internal comparators and to the wider employment market.
Offering a variety of training, development and educational opportunities which enable all staff to fulfil their potential at work and which will support the achievement of Organisational objectives.
Enabling managers, through effective professional development, to maximise the skills and capabilities of themselves and their staff and to identify talent for internal promotion and succession planning.
Gathering a range of statistical data and subjective information to provide managers with the information they need to manage well.
Providing a framework for good communications that will bring clarity to the employment relationship and support the achievement of the Charity’s objectives.
Working in partnership with West Lothian College to facilitate student placements and capitalise on the benefits of shared training opportunities.
Influencing the Board of Trustees and Senior managers, managers and staff, promoting the benefit of values based decisions.
Providing support for managers and staff on a range of HR and staff relations issues.
Undertaking planned initiatives to achieve continuous improvement in consideration the EFQM Framework and IIP Standards
Delivery of this strategy being dependent upon the Charity being in a position to a) devote adequate resources to the service b) all stakeholders seeing the value of engaging with the service and being prepared to embrace the role of HR to support and advise on matters relating to the effective deployment and management of the Charity’s human resources and c) line management pro-actively promoting high levels of staff engagement.
The Human Resources Plan for 2016/17 will include the actions and targets for the department for the year ahead.
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13. Business Development Strategy
Business Development includes the marketing of all Xcite products and services via a host of different marketing techniques, management of the Charity’s entire computer network including all communications platforms and the management of all the Charity’s capital investment programmes.
Business Development ObjectivesWe will develop our customer communication by using electronic communications tools such as email, Facebook, twitter, mobile apps, SMS and online newsletters. We will implement a new website to further grow and develop our services online and this will provide additional functionality and integration for customers. This will make it much simpler for customers to interact with us and ultimately use our services.
Our use of IT and new technology is important to the development of the organisation. We need, therefore, to ensure highest level of IT security possible is applied and that we continue to ensure our IT systems remain PCI compliant in all areas. We will also complete the implementation of the Server Disaster Recovery Site so we are well protected. Our IT Manager will carry out an annual IT security review and report findings and recommendations to the Board.
We will implement the Learn2 software to enhance further our Learn to Swim programme. This software will address regularly recurring customers’ comments where we will provide parents with ongoing information on their child’s progress. We will have a parent portal where each week progress will be tracked so as any parent can see at any time the progress their child is making.
Accurate and real time data is essential to ensure we make the best decisions and as a result we will be implementing a new reporting system, EyeQ. EyeQ will be configured to provide information relating to the customer throughput in all buildings and will monitor both visit profiles, income from customers and also member movement. EyeQ will be assisted by Business Process Manager’s implementation which will enable us to schedule key customer interactions relating to their data e.g. Birthday message’s. It can also be used for customer motivation if they haven’t been visiting or if we provide any new activity or special offer they may be interested in.
Our wide area network and phone system is due for renewal in August 2017 and in this financial year we will assess the market in late 2016 to assess the options. We can then go to market in early 2017 so this can be built into 2017-18 financial year budget as any change will need an implementation period of around 6 months. The aim from this exercise is to get a 5% saving or increased services for no additional cost.
We will ensure secure systems are in place for people accessing the network remotely so that we can encourage appropriate mobile and flexible working.
We will aim to grow the use of e-mail communication to engage with our customers on amore regular basis. This will involve growing our database as well as getting accurate e-mail addresses for the 45,000 customers currently on our database.
The Pricing Review Group will continue to meet throughout the year to keep track of pricing, to review our three year pricing plan and will also review all membership packages identifying changes to
current or recommending new packages. This group will also examine opportunities that can be developed from examining membership promotions and what we offer.
We will continue purchase a PR service from West Lothian Council. We will continue to strengthen this relationship and explore other ways to get our message across and increase our profile.
We aim to grow our retention rate by focusing more resources in this area and as a result we aim to keep customers longer. With this more proactive approach we aim to win back customers whilst focusing attention on the areas why customers want to leave. We also aim to go one step beyond this by identifying key triggers that may lead to cancellation and by having an intervention at these key moments will reduce the potential of cancellation.
The Xcite brand is now well established and a recent Citizens Panel Survey 96% of those survey were aware of the name Xcite. 85% of those responded know what Xcite offered and to grow this figure further we will implement a Brand Development Plan. This plan will cement Xcite to become the choice for the community when looking to improve their health and wellbeing. Charitable awareness in the survey was low with only 32% aware we are a charity. As a result of this low score we aim to Sell the brand and highlight the benefits we provide as a Charity through a variety of marketing techniques.
The Business Development Plan for 2016/17 will include the actions and targets for the department for the year ahead.
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rovi
de o
ppor
tuni
ties
and
easy
acc
ess
for
inac
tive
mem
bers
of o
ur c
omm
uniti
es to
join
in, g
et s
tarte
d, s
tay
activ
e an
d to
set
and
reac
h
th
eir
own
pers
onal
goa
ls
2.
To d
evel
op g
reat
er a
nd s
peed
ier
com
mun
icat
ion
chan
nels
and
acc
ess
to o
ur
se
rvic
es a
nd p
eopl
e th
roug
h in
vest
men
t in
on
-line
and
soc
ial t
echn
olog
y
3.
To c
ontin
ually
impr
ove,
inno
vate
and
pro
vide
attra
ctiv
e an
d af
ford
able
pro
gram
mes
of
ac
tiviti
es fo
r ou
r cu
stom
ers
4.
To r
egul
arly
eng
age
with
our
cus
tom
ers
and
othe
r m
embe
rs o
f our
com
mun
ities
so
that
we
can
ensu
re th
at w
e de
liver
wha
t the
y ne
ed
5.
To p
rom
ote
our
valu
es, t
hat w
e ar
e a
loca
l
char
ity a
nd o
ur u
niqu
e se
lling
poi
nts
to o
ur
co
mm
uniti
es
Mea
sure
Pass
ana
lyse
d da
ta to
the
Inno
vatio
n/Pr
ogra
mm
ing
Gro
up
% o
f ref
erra
ls th
at c
ontin
ue b
eyon
d 12
wee
ks
Revi
sed
sche
me
in p
lace
Regu
larly
eng
age
with
oth
er p
rovi
ders
suc
h as
W
L C
ounc
il, th
e Li
ving
ston
You
th F
ound
atio
n, W
L C
olle
ge, N
HS
to jo
intly
pla
n pr
ovis
ion
Plan
in p
lace
Plan
in p
lace
Proj
ects
suc
cess
fully
del
iver
ed
Plan
writ
ten
and
shar
ed w
ith B
oard
and
EM
T
Mar
ket i
ntel
ligen
ce s
hare
d w
ith th
e EM
T an
d an
y ne
cess
ary
actio
ns a
gree
d an
d im
plem
ente
d
Pass
ana
lyse
d da
ta to
the
Inno
vatio
n/Pr
ogra
mm
ing
Gro
up
Syst
em in
trodu
ced
and
oper
atio
nal a
nd s
core
s re
porte
d to
EM
T an
d Bo
ard
Plan
in P
lace
Trai
ning
car
ried
out
Page 17
14. A
ctio
n P
lan
for
2016/1
7
Act
ion
Thro
ugh
anal
ysis
of r
esul
ts o
f rec
ent n
on-u
ser
surv
eys
and
othe
r da
ta,
unde
rsta
nd th
e ba
rrie
rs to
par
ticip
atio
n by
inac
tive
and
less
act
ive
com
mun
ities
and
wha
t we
can
do to
enc
oura
ge th
em to
bec
ome
activ
e an
d fe
ed th
is to
the
Inno
vatio
n/Pr
ogra
mm
ing
Gro
up
Incr
ease
the
rete
ntio
n of
hea
lth r
efer
rals
bey
ond
the
12 w
eek
prog
ram
me
Toge
ther
with
the
Cou
ncil,
ref
resh
and
impl
emen
t the
con
cess
iona
ry
acce
ss s
chem
e to
enc
oura
ge g
reat
er u
ptak
e
Enga
ge a
nd w
ork
with
oth
er p
ublic
/vol
unta
ry s
ecto
r ph
ysic
al a
ctiv
ity
prov
ider
s, s
o th
ere
is a
join
ed u
p ap
proa
ch a
nd p
athw
ay fo
r lif
elon
g pa
rtici
patio
n
On
lin
e d
eve
lop
men
t to
im
pro
ve t
he t
wo w
ay
com
mu
nic
ati
on
wit
h c
ust
om
ers
Set
up
a p
roce
ss f
or
inn
ova
tion
an
d p
rog
ram
me
Deve
lop
men
t
Man
age
appr
oved
inve
stm
ent p
roje
cts
for
the
year
(see
sec
tion
16)
with
in b
udge
t and
tim
esca
le
Set u
p gr
oup
to c
onsi
der
and
writ
e a
3 ye
ar p
ricin
g pl
an
Thro
ugh
loca
l mar
ket i
ntel
ligen
ce e
nsur
e th
at w
e ar
e aw
are
of lo
cal
com
petit
ion
and
othe
r fa
ctor
s th
at a
ffect
our
bus
ines
s
Thro
ugh
anal
ysis
of r
ecen
t cus
tom
er s
urve
ys a
nd s
ocia
l med
ia c
onta
ct
build
a p
ictu
re o
f cus
tom
er n
eeds
and
feed
res
ults
to th
e In
nova
tion/
Prog
ram
min
g G
roup
Intro
duce
Net
Pro
mot
er S
core
(NPS
) to
mea
sure
our
cus
tom
er
satis
fact
ion
leve
ls
‘Sell t
he b
ran
d’ a
nd
ou
r u
niq
uen
ess
to o
ur
sta
ff a
nd
co
mm
un
itie
s, (
i.e. ‘b
uy
loca
lly
an
d e
thic
ally’
, ‘w
e r
ein
vest
eve
ry £
of
pro
fit’
, w
e a
re a
loca
l ch
ari
ty’)
th
rou
gh
soci
al
med
ia, a
dve
rtis
ing
ca
mp
aig
ns,
ou
r w
eb
site
, etc
.
And
ensu
re o
ur fr
ontli
ne c
olle
ague
s ar
e tra
ined
to s
hare
this
with
cu
stom
ers.
Lea
d
MC
BK MC
RS MC
BK MC
MC
MC
MC
BK MC
ES
Tim
esc
ale
Ong
oing
Ong
oing
Impl
emen
t fro
m A
pril
2016
Ong
oing
For
impl
emen
tatio
n du
ring
2016
/17
For
impl
emen
tatio
n du
ring
2016
/17
By M
arch
201
7
Ong
oing
Ong
oing
From
Apr
il 20
16
For
impl
emen
tatio
n du
ring
2016
/17
By M
ay 2
016
Not
ed b
elow
are
the
corp
orat
e ac
tions
to b
e ta
ken
with
in th
e ne
xt fi
nanc
ial y
ear
to a
chie
ve th
e 15
key
aim
s se
t out
in s
ectio
n 8
abov
e. T
hose
act
ions
in
bold
typ
e a
re c
onsi
dere
d to
be
the
prio
rity
actio
ns fo
r th
e ye
ar a
nd h
ave
mor
e de
taile
d ac
tion
plan
s sh
own
at A
ppen
dix
A.
Key
Aim
6.
To p
rovi
de a
ttrac
tive
and
affo
rdab
le a
ctiv
ities
so th
at o
ur c
hild
ren
can
be r
egul
arly
act
ive
and
enco
urag
ed to
set
and
rea
ch th
eir
own
pers
onal
goa
ls
7.
To h
ave
plan
s in
pla
ce to
ens
ure
that
our
faci
litie
s ar
e w
ell m
aint
aine
d an
d de
velo
ped
to
m
eet c
omm
unity
nee
ds
8.
To b
e re
cogn
ised
by
our
empl
oyee
s as
an
exce
llent
org
anis
atio
n to
wor
k fo
r
9.
To d
eliv
er a
nd s
uppo
rt sp
orts
dev
elop
men
t,
ac
tive
scho
ols
and
com
mun
ity s
ports
hub
prog
ram
mes
10.
To w
ork
with
par
tner
org
anis
atio
ns to
del
iver
(phy
sica
l and
men
tal)
heal
th im
prov
ing
activ
ities
and
ser
vice
s
11.
To h
ave
in p
lace
attr
activ
e an
d af
ford
able
activ
ities
and
ser
vice
s fo
r ol
der
peop
le
12.
To fu
rther
bui
ld a
nd m
aint
ain
a su
cces
sful
busi
ness
that
mee
ts a
nd e
xcee
ds fi
nanc
ial
ex
pect
atio
ns
Mea
sure
Regu
lar
revi
ews
carr
ied
out
Plan
in p
lace
Plan
in p
lace
Surv
eys
com
plet
ed
Stru
ctur
e pr
opos
ed to
the
Boar
d
Surv
ey c
ompl
eted
, ana
lyse
d an
d sh
ared
with
Tea
ms
Wor
king
agr
eem
ent i
n pl
ace
‘Act
ive
Wes
t Lot
hian
’ Pla
n in
pla
ce
Supp
ort t
he L
CD
T Bu
sine
ss P
lan
Plan
in p
lace
Regu
lar
revi
ews
carr
ied
out
Plan
in p
lace
Stra
tegy
com
plet
ed
New
trai
ning
pro
gram
me
intro
duce
dM
onito
r, m
ento
r an
d co
ach
as r
equi
red
Sust
aina
ble
budg
et p
rese
nted
to S
MT
and
Boar
d
Expl
ore
oppo
rtuni
ties
and
shar
e w
ith S
MT
Regu
lar
mee
tings
/eve
nts
with
WL
Cou
ncil,
NH
S Lo
thia
n/H
&SC
Par
tner
ship
, spo
rtsco
tland
, SPO
RTA
etc.
Page 18
14. A
ctio
n P
lan
for
2016/1
7
Act
ion
Regu
larly
rev
iew
our
pro
visi
on fo
r ch
ildre
n to
ens
ure
it re
mai
ns
attra
ctiv
e an
d af
ford
able
(e.g
. N-R
-G, N
-R-G
etix
, Sch
ool h
olid
ay
prog
ram
mes
, Get
Goi
ng, f
ree
swim
min
g)
Toge
ther
with
Wes
t Lot
hian
Cou
ncil
deve
lop
a 10
yea
r fa
cilit
y in
vest
men
t pla
n
To h
ave
in p
lace
an
annu
al m
aint
enan
ce p
lan
In li
aiso
n w
ith th
e C
ounc
il ha
ve in
pla
ce B
uild
ing
Con
ditio
n Su
rvey
s
Prop
ose
a su
stai
nabl
e pa
y an
d re
war
d st
ruct
ure
Car
ry o
ut a
n an
nual
em
ploy
ee s
urve
y an
d co
llate
with
oth
er fe
edba
ck/
sugg
estio
ns fo
r di
scus
sion
with
Tea
ms
Wor
k m
ore
clos
ely
with
WL
Col
lege
: for
wor
k pl
acem
ents
, tra
inin
g an
d de
velo
pmen
t, et
c.
To w
ork
with
and
sup
port
the
Livi
ngst
on Y
outh
Fou
ndat
ion
and
WLC
Spo
rt an
d O
utdo
or E
duca
tion
Team
, and
del
iver
our
ow
n co
mpl
emen
tary
pro
gram
mes
To w
ork
with
and
sup
port
the
Linl
ithgo
w C
omm
unity
Dev
eplo
men
t Tru
st
(LC
DT)
to d
eliv
er th
eir
busi
ness
pla
n to
intro
duce
spo
rts fa
cilit
ies
and
activ
ities
at K
ettil
stou
n M
ains
.
Ca
rry
ou
t a
revi
ew
to e
nsu
re:
(a)
tha
t w
e a
re p
rop
erl
y st
ruct
ure
d g
iven
th
e g
row
th in
hea
lth
an
d w
ellb
ein
g, a
nd
in
fit
ness
an
d t
he in
crea
sin
g im
port
an
ce o
f th
ese
to t
he
org
an
isa
tion
, a
nd
(b
) th
at
syst
em
s a
re in
pla
ce t
o d
eve
lop
a
nd
mon
itor
the h
ea
lth
an
d w
ellb
ein
g s
erv
ice t
o m
eet
pa
rtn
er
need
s
Regu
larly
rev
iew
our
pro
visi
on fo
r ol
der
peop
le to
ens
ure
it re
mai
ns
attra
ctiv
e an
d af
ford
able
(e.g
. Age
ing
Wel
l, fre
e sw
imm
ing)
Revi
ew
ou
r m
em
bers
hip
sa
les
an
d r
ete
nti
on
pra
ctic
es,
in
clu
din
g a
revi
ew
of
mem
bers
hip
pa
cka
ges
an
d ‘ou
r off
er’
To u
pdat
e ou
r cu
stom
er s
ervi
ce s
trate
gy (r
efle
ctin
g th
e cu
rren
t mar
ket
and
chal
leng
es);
Refre
sh o
ur c
usto
mer
ser
vice
trai
ning
;An
d en
sure
it is
con
sist
ently
app
lied
To h
ave
in p
lace
a s
usta
inab
le fi
nanc
ial m
odel
Expl
ore
oppo
rtuni
ties
for
othe
r fu
ndin
g st
ream
s so
that
we
are
not s
o re
liant
on
the
man
agem
ent f
ee a
nd m
embe
rshi
p in
com
e
Prom
ote
wha
t we
do a
nd o
ur s
ucce
sses
to fu
ndin
g pa
rtner
s; A
nd r
aise
th
e pr
ofile
of W
LL lo
cally
and
nat
iona
lly
Lea
d
BK MC
BK BK ES RS/E
S
ES RS RS BK BK MC
BK ES EMT
WC
WC
RS
Tim
esc
ale
Ong
oing
Mar
ch 2
017
April
201
6
TBC
By J
une
2016
April
201
6
Oct
ober
201
6
Oct
ober
201
6
Ong
oing
For
impl
emen
tatio
n du
ring
2016
/17
Ong
oing
For
impl
emen
tatio
n du
ring
2016
/17
May
201
6
July
201
6O
ngoi
ng
Each
Feb
ruar
y O
ngoi
ng
Ong
oing
Key
Aim
13. T
o m
axim
ise
oppo
rtuni
ties
that
aris
e or
are
cr
eate
d to
dev
elop
and
gro
w th
e bu
sine
ss
14. T
o fu
rther
red
uce
the
impa
ct o
ur b
usin
ess
has
on th
e en
viro
nmen
t thr
ough
goo
d pr
actic
es,
educ
atio
n an
d m
easu
rem
ent s
yste
ms
15. T
o ha
ve in
pla
ce p
roce
sses
that
ens
ure
that
th
e pr
inci
ples
of b
est v
alue
and
con
tinuo
us
impr
ovem
ent a
re a
pplie
d to
all
area
s of
the
orga
nisa
tion
Mea
sure
Sugg
estio
ns p
rese
nted
to th
e SM
T fo
r de
cisi
on
Achi
eve
targ
et s
et
Plan
in p
lace
Regu
lar
mon
itorin
g of
com
plia
nce
and
high
est p
riorit
y co
ntra
cts
test
ed.
EMT
to m
eet b
i-mon
thly
and
agr
ee a
ctio
ns
Proc
esse
s re
view
ed a
nd u
pdat
ed a
s ne
cess
ary
Regu
lar
mee
tings
to d
iscu
ss n
ew w
ays
of w
orki
ng
Page 19
14. A
ctio
n P
lan
for
2016/1
7
Act
ion
To h
ave
in p
lace
a p
roce
ss s
o th
at s
ugge
stio
ns a
re p
rese
nted
to
deci
sion
mak
ers
quic
kly,
are
pro
perly
ass
esse
d an
d (w
here
app
rove
d)
quic
kly
actio
ned
Redu
ce e
nerg
y co
nsum
ptio
n pe
r vi
sit
We
are
ESO
S co
mpl
iant
, the
nex
t ste
p is
to h
ave
in p
lace
an
ener
gy
effic
ienc
y pl
an a
nd li
nk to
the
mai
nten
ance
pla
n
Ensu
re o
ur p
rocu
rem
ent p
olic
y is
bei
ng a
pplie
d ac
ross
the
orga
nisa
tion
and
mar
ket t
est l
arge
r co
ntra
cts
Con
tinue
Xci
te Im
prov
emen
t (XI
) via
the
EMT
Revi
ew k
ey b
usin
ess
proc
esse
s
Expl
ore
oppo
rtuni
ties
for
clos
er w
orki
ng w
ith W
est L
othi
an C
ounc
il an
d W
est L
othi
an C
olle
ge
Lea
d
ES/M
C
BK BK WC
RS SMT
RS
Tim
esc
ale
Ong
oing
Mar
ch 2
017
July
201
6
Ong
oing
Bi-m
onth
ly
Mar
ch 2
017
Ong
oing
Page 20
15. Revenue Budget
Budget Projected Budget (Provisional)
Financial Income, Refunds & Fees 174,000 130,198 140,000Management Services Fee 1,776,935 1,990,248 1,921,943Grant Income 8,000 14,190 16,000Investment Income 9,000 11,826 9,000Sale of Asset Income 70,000 91,162 60,000Finance Income 2,037,934 2,237,624 2,146,943Club Income – Dry Side 130,205 127,782 124,694Club Income – Wet Side 74,435 70,901 67,697Membership Fees 5,910,069 5,539,651 5,593,225Sports Fees – Dry Side 824,240 728,749 756,341Sports Fees – Wet Side 1,479,133 1,326,930 1,396,928Leisure Income 8,418,082 7,794,014 7,938,886Café Income 285,375 370,340 360,694Sales – Non Sports 167,100 152,552 159,258Sale of Stock 107,790 106,827 119,959Vending Drinks Income 136,799 121,862 130,975Vending Snacks Income 74,894 68,216 72,146Sales 771,959 819,797 843,033Training Income 14,500 16,650 15,000Training Income 14,500 16,650 15,000Income 11,242,475 10,868,085 10,943,862Hire/Lease 786 1,691 1,196Operating Costs 222,528 298,159 266,449Repairs/Maintenance 37,873 41,341 40,455Stock for Resale 151,545 121,752 140,978Cost of Sales 412,732 462,944 449,079Gross Surplus 10,829,743 10,405,141 10,494,784 Communications 248,620 197,151 227,913Development 258,486 246,842 252,669Equipment 188,180 194,879 192,222Office Costs 70,661 76,018 71,549Payroll Costs 6,078,748 6,048,096 6,155,656Professional Services 330,166 301,309 275,519Property Costs 1,923,530 1,875,078 1,696,760Transport 3,593 6,582 7,355VAT & Finance Charges 1,716,267 1,570,175 1,614,858Expenditure 10,818,251 10,516,130 10,494,502 Surplus/(Deficit) 11,493 (110,989) 282
2015/16 2015/16 2016/17
16. Investment Plans
Investment has been a key part of our business and has been integral in providing excellent facilities to help grow and develop the number of active participants in our community. New or improved facilities and services boost income, encourage greater participation and provide better facilities for the community. The continued growth in the number of members, for example, is directly linked to investment in our health and fitness facilities.
We are now in a period of unprecedented pressure on local government spending and we are directly impacted by this. As a result of this and with our current borrowing levels we feel it is prudent not to undertake any new capital investment which require prudential borrowing for at least the next 3 years.
To enable us to make informed decisions and to plan more effectively it is proposed that a strategic capital development plan is put together in liaison with West Lothian Council for the next five years,. This work will be undertaken throughout 2016-17 with a view to linking into the Council’s 5 years investment period where we can proactively plan together any facility development of improvements
required to their buildings.
Xcite West Lothian Leisure has a 50 year lease (from 1998) with West Lothian Council for a number of buildings and sports pitches, and with the stability of the introduction of a 3 year rolling Funding Agreement this will enable us to jointly plan capital and investment works.
A list of the projects that are planned plus those being considered is shown below. The plan is to focus investment in areas that will protect or improve activity levels and income generation. The projects listed are ones that have already been approved and a few others require further investigation.
Planned Projects for 2016/17
The capital programme for the next 12 months will deliver already agreed projects and in addition to this a number of other potential projects will be assessed during the year.
These projects are shown in the table on page 22.
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16. Investment Plans (Cont.)
Head Office
Xcite Armadale
Xcite Bathgate
Xcite Broxburn Pool
Xcite Broxburn Centre
Xcite Craigswood
Xcite East Calder
Xcite Linlithgow
Xcite Livingston
Xcite Whitburn
New online system to continue to grow the expansion in online users. A new more interactive website which links seamlessly with our social media platform will be developed for customers. We continue to strive to integrate our partners systems to have a fully integrated system. This will enable our customers to access their online bookings and visit information as well as accessing their wellness programme.
Implement the IT disaster recovery server room to enable continued business operation if the main server room is unavailable.
No Planned development
No Planned development
To finalise with West Lothian Council a position on sport and leisure provision in Broxburn and jointly plan future provision for the medium to long term. Our main aim still remains to have joint swimming and sports provision under one roof with easy access and sufficient parking for customers. To make improvements to the swimming pool changing areas to enable them to be continued to be used in the short term.
We are working with West Lothian Council to replace the roof at the centre. Following the roof replacement we will undertake refurbishment in most areas of the building to enhance the customer experience.
The gym CV equipment is due to be replaced and as part of this we will carry out minor decorative works in the gym. As part of this project we will listen to customers to see if the equipment mix needs to be altered in any way to meet customer needs for the next 3 years
The gym CV equipment is due to be replaced and as part of this we will carry out minor decorative works in the gym.
To liaise with West Lothian Council to discuss the potential to extend Xcite East Calder in order to cope with the increasing demands created by the extensive house building currently underway in several locations within the town.
Changing pavilion extension to service the demand created by the new full size 3g pitch.
The gym is due for full kit replacement. We will examine the best layout by listening to customers as we try and offer the best possible gym service.
The gym CV equipment is due to be replaced and as part of this we will carry out minor decorative works in the gym.
Approved
Approved
Discussion
Feasibility
Approved
Approved
Approved
Discussion
Approved
Approved
Approved
Site Project Status
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79%
-2,331,317
587,50911,00019,600
11 months
14%
3.6%
-
-
10,610
11.00
34%
2,300
£5,539,651£2,254,363£560,418£10,868,085£10,979,074(£110,989)£4.71
80%
-2,331,317
551,37310,00022,525
11 months
14%
4.40%
75 to 80%
-
15,706
10.50
36%
2,000
£5,910,069£2,508,013£497,068£11,242,476£11,230,983£11,493£4.82
-
TBC2,377,943
646,26012,00020,000
12 months
14%
3.5%
-
Annual measurement compared to previous years (trend)
11,140
10.50
36%
2,350
£5,593,225£2,345,661£563,816£10,943,863£10,943,581£282£4.70
+2%
+10%+9%+2%
+9%
-
-3%
+5%
-5%
+6%
+2%
2015/16 Projected 2015/16 Target 2016/17 Target Variance
The Key Results above are designed to provide measures that link to our key aims and outcomes. These are supported by a range of other indicators measured and monitored locally.
From April 2016 benchmarking with other Scottish Trusts will begin and be included in our performance reporting. We will also seek opportunities to benchmark out-with the leisure industry.
From April 2016 we will begin to measure and report three year trends.
17. Our Key Result Targets
Customer Results Quarterly Mystery Visit Score (the average score for all sites) Net Promoter Score Number of Customer Visits (the total number of visits by people undertaking an activity. This does not include spectators) E-Communication: Website Visits
Facebook Followers
Number of Members (the number people who have a membership package paying by direct debit or annually in advance) Average Length of Membership People Results Employee Turnover (The proportion of employees with contracted hours that have left the organisation) Sickness Absence Rate (The proportion of hours that staff have reported sick of the hours scheduled) Employee Stability Index (the number of employees in their present position longer than 12 months divided by total number of employees) People perception: the perception of our employees on how much they Trust the organisation and senior management Society Results Number of Concessionary Scheme Visits (the number of visits by people in receipt of certain benefits) Energy consumption (the total gas and electricity consumption, measured in Kilowatt Hours, per visit) Exercise Referrals that continue beyond 12
weeks (the percentage of people referred to us for physical activity who are still active with us after the initial 12 week free period) Number of Outreach STEP’s visits (the number of visits to our health & wellbeing classes out-with the buildings we manage) Business Results Income: Membership Pay per visit Café and Vending Total Expenditure: Total Projected Year End surplus (deficit)
Cost per visit
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18. Monitor and Review
The Corporate Strategy is ‘owned’ by the Senior Management Team (SMT) and actions and performance tracked at monthly SMT meetings.
Bi-monthly performance reports, including progress towards key result targets, are reported to the Board.
Bi-monthly finance reports are reported to the Audit and Finance Sub Committee.
Bi-monthly results are shared with the Extended Management Team (EMT) and any necessary actions are discussed and agreed.
Quarterly Performance Reports are presented to the relevant West Lothian Council Committee.
An Annual Report is presented to colleagues and partners and is made available to the community via our website.
Appendix A: Action Plans for Top Priorities
Short life working groups have been set up to devise an action plan for each of the five priority actions noted below. The action plans will be presented to the Senior Management Team for approval.
Key Aim: To develop greater and speedier communication channels and access to our services and people through investment in on-line and social technology.
Priority Action 1: Online development to improve the two way communication with customers.Lead: Shona Houston
Key Aim: To continually improve, innovate and provide attractive and affordable programmes of activities for our customers.
Priority Action 2: Set up a process for innovation and programme development.Lead: Kirstin Purdie
Key Aim: To promote our values, that we are a local charity and our unique selling points to our communities .
Priority Action 3: ‘Sell the brand’ and our uniqueness to our communities. (i.e. ‘Buy locally and ethically’, ‘we reinvest every £ profit to benefit the local community’, ‘we are your local charity’.) through social media, advertising campaigns, our website, etc. and ensure our frontline colleagues are trained to share this customers.Lead: Mark Chambers
Key Aim: To work with partner organisations to deliver (physical and mental) health improving activities and services.
Priority Action 4: Carry out a review to ensure: (a) that we are properly structured given the growth in health and wellbeing and health and fitness and the increasing importance of these to the organisation, and (b) that systems are in place to develop and monitor our health and wellbeing service to meet partner needs.Lead: Billy Key
Key Aim: To further build and maintain a successful business that meets and exceeds financial expectations.
Priority Action 5: Review our membership sales and retention practices, including a review of membership packages, pricing and ‘our offer’.Lead: Gary Orr
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Physical activity benefits for adults and older adults
What should you do?
Cancers (Colon and Breast)
UK Chief Medical Officers’ Guidelines 2011 Start Active, Stay Active:
RED
UC
ES Y
OU
R C
HAN
CE
OF
BENEFITS HEALTH
IMPROVES SLEEP
MAINTAINS HEALTHY WEIGHT
MANAGES STRESS
IMPROVES QUALITY OF LIFE
PHYSICAL ACTIVITY INFOGRAPHIC COLOUR_AW_HR.pdf 1 21/08/2015 14:58
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